HCAD 710 EXAM 5 Questions with CORRECT Verified Answers Latest Version 2025 TOP
RATED A+ MATERIAL ASSERTIFIED
Discharge -CORRECT ANSWER-termination with cause, called being fired. happens when
employee breaks rules
dismissal -CORRECT ANSWER-occurs for reasons related to performance
reducing risk with termination -CORRECT ANSWER-involve least risk are those which good
cause is evident, HR supervisor must ensure policies have been followed, adherence to
progressive discipline process is critical, all required documentation must be in place
charge of discrimination -CORRECT ANSWER-must be prepared a member of a protected
class may file this.best protection is fair policies consistently applied. must have
documentation. employers must have prof of employee wrongdoing
unemployment compensation -CORRECT ANSWER-majority of emloyees who are fired seek
unemployment benefits regardless of reason for being let go. nothing to lose. states have
legal responsibility to determine eligibility
constructive discharge -CORRECT ANSWER-sometimes will assign extra work to employees
to make their lives miserable until they quit. incorrectly conclude problem is solved without
cost. significant risks with this.
situations to avoid -CORRECT ANSWER-constructive discharge is a problem when legal
complaint filed that like was unbearable, resignation forced under extreme or intolerable
conditions. allowed to resign instead of discharged. these expose organization to claims of
constructive discharge.
reasons for reducing employee counts -CORRECT ANSWER-excess growth, new technology,
reengineering, mergers and acquisitions, layoffs and terminations
,reeingineering -CORRECT ANSWER-systematic redesign of a businesses core processes,
starting with desired outcomes and establishing most efficient possible processes. incorectly
called downsizing, rightsizing, reorganizing, repositioning, revitalizing, and modernizing.
synonymous with eliminating jobs
mergers, acquisitions and other affiliations -CORRECT ANSWER-usually means loss of jobs.
for profit systems likely to be specialized, not for profit systems are more diversified and
carry unprofitable services for the sake of remaining full service to the communities they
serve. in some parts of the country alliances and systems have saved rural hospitals but
usually there are job losses
mergers -CORRECT ANSWER-lead to reduction in jobs as well as staff positions. managers left
have increased control. employees can fear absorption and loss of identity with the other
organization. happens even in a merger of so called equals. one organization absorbs
another
merger afermath -CORRECT ANSWER-consolidation expenses can be higher, can require a
long time to recover expenses through lower operating costs. human side is rarely given
sufficient attention. emotional issues that can make or break a merger usually take a distant
scond to financial issues
supervisors and mergers -CORRECT ANSWER-successful supervisors maintain a dialogue with
employees, keep lines of communication open and provides best information that is
available. honesty is an absolute requirement. once possibility of a merger comes out,
employees may become uneasy
considerations before layoffs -CORRECT ANSWER-eliminate use of temporary employees,
(impose hiring freese, close open positions) allows internal reallocation, if reductions are
permanent management should offer voluntary termination incentive such as early
retirement. groups or individuals cant be targeted. key employees may leave
who goes and who stays -CORRECT ANSWER-selection for layoff most accomplished by
seniority, not a requirement unless contract governs it. seniority is fairest and safest means
of determining who is let go and who stays.
, seniority -CORRECT ANSWER-can be determined by time in the organzation, time in a dept,
time within a particular task or job class or time within a dept
bumping -CORRECT ANSWER-occurs when job is eliminated, persons of greater seniority are
allowed to displace or bump persons having lesser seniority frmo their posiins. process
continues until person with least authority is laid off. can be simple or extremely complex
depending on rules
order for layoffs -CORRECT ANSWER-guidlines governing order of reduction based work
status. factors used must be consistent ( application as well) personnel dept should govern
staff reductions. policies should be in place well before needed. if employees represented by
a union a collective bargaining agreement needs to be in place. union will then decided who
is laid off
review of layoff plans -CORRECT ANSWER-hr and legal must asess the layoff plan is not
biased. charges of discrimination are likely if there is a pattern of gender, age, race layoffs.
goal will be reduced personnel costs but retain best employees. rarely does this happen
timing of layoffs -CORRECT ANSWER-whn over tim morale decreases, teamwork becomes
secondary to survival, lost morale replacd with anger, phased in layoffs are easier to
administer, for employees more stressful
other layoff considerations -CORRECT ANSWER-most organizations employ a severance
policy with layoffs that are permanent,. severance pay based off salary and length of service
options to layoffs -CORRECT ANSWER-severance pay, outplacement assistance, my sign
waiver of right to sue. provide no guarantee of no legal action, employees should be given
reason for layoffs with details,. surprises should be avoided
no easy time -CORRECT ANSWER-nothing easy about force reduction, managers and HR have
easier time. feelings of anger and betrayal are normal. terminated employees face
psychological stress and economic hardship
RATED A+ MATERIAL ASSERTIFIED
Discharge -CORRECT ANSWER-termination with cause, called being fired. happens when
employee breaks rules
dismissal -CORRECT ANSWER-occurs for reasons related to performance
reducing risk with termination -CORRECT ANSWER-involve least risk are those which good
cause is evident, HR supervisor must ensure policies have been followed, adherence to
progressive discipline process is critical, all required documentation must be in place
charge of discrimination -CORRECT ANSWER-must be prepared a member of a protected
class may file this.best protection is fair policies consistently applied. must have
documentation. employers must have prof of employee wrongdoing
unemployment compensation -CORRECT ANSWER-majority of emloyees who are fired seek
unemployment benefits regardless of reason for being let go. nothing to lose. states have
legal responsibility to determine eligibility
constructive discharge -CORRECT ANSWER-sometimes will assign extra work to employees
to make their lives miserable until they quit. incorrectly conclude problem is solved without
cost. significant risks with this.
situations to avoid -CORRECT ANSWER-constructive discharge is a problem when legal
complaint filed that like was unbearable, resignation forced under extreme or intolerable
conditions. allowed to resign instead of discharged. these expose organization to claims of
constructive discharge.
reasons for reducing employee counts -CORRECT ANSWER-excess growth, new technology,
reengineering, mergers and acquisitions, layoffs and terminations
,reeingineering -CORRECT ANSWER-systematic redesign of a businesses core processes,
starting with desired outcomes and establishing most efficient possible processes. incorectly
called downsizing, rightsizing, reorganizing, repositioning, revitalizing, and modernizing.
synonymous with eliminating jobs
mergers, acquisitions and other affiliations -CORRECT ANSWER-usually means loss of jobs.
for profit systems likely to be specialized, not for profit systems are more diversified and
carry unprofitable services for the sake of remaining full service to the communities they
serve. in some parts of the country alliances and systems have saved rural hospitals but
usually there are job losses
mergers -CORRECT ANSWER-lead to reduction in jobs as well as staff positions. managers left
have increased control. employees can fear absorption and loss of identity with the other
organization. happens even in a merger of so called equals. one organization absorbs
another
merger afermath -CORRECT ANSWER-consolidation expenses can be higher, can require a
long time to recover expenses through lower operating costs. human side is rarely given
sufficient attention. emotional issues that can make or break a merger usually take a distant
scond to financial issues
supervisors and mergers -CORRECT ANSWER-successful supervisors maintain a dialogue with
employees, keep lines of communication open and provides best information that is
available. honesty is an absolute requirement. once possibility of a merger comes out,
employees may become uneasy
considerations before layoffs -CORRECT ANSWER-eliminate use of temporary employees,
(impose hiring freese, close open positions) allows internal reallocation, if reductions are
permanent management should offer voluntary termination incentive such as early
retirement. groups or individuals cant be targeted. key employees may leave
who goes and who stays -CORRECT ANSWER-selection for layoff most accomplished by
seniority, not a requirement unless contract governs it. seniority is fairest and safest means
of determining who is let go and who stays.
, seniority -CORRECT ANSWER-can be determined by time in the organzation, time in a dept,
time within a particular task or job class or time within a dept
bumping -CORRECT ANSWER-occurs when job is eliminated, persons of greater seniority are
allowed to displace or bump persons having lesser seniority frmo their posiins. process
continues until person with least authority is laid off. can be simple or extremely complex
depending on rules
order for layoffs -CORRECT ANSWER-guidlines governing order of reduction based work
status. factors used must be consistent ( application as well) personnel dept should govern
staff reductions. policies should be in place well before needed. if employees represented by
a union a collective bargaining agreement needs to be in place. union will then decided who
is laid off
review of layoff plans -CORRECT ANSWER-hr and legal must asess the layoff plan is not
biased. charges of discrimination are likely if there is a pattern of gender, age, race layoffs.
goal will be reduced personnel costs but retain best employees. rarely does this happen
timing of layoffs -CORRECT ANSWER-whn over tim morale decreases, teamwork becomes
secondary to survival, lost morale replacd with anger, phased in layoffs are easier to
administer, for employees more stressful
other layoff considerations -CORRECT ANSWER-most organizations employ a severance
policy with layoffs that are permanent,. severance pay based off salary and length of service
options to layoffs -CORRECT ANSWER-severance pay, outplacement assistance, my sign
waiver of right to sue. provide no guarantee of no legal action, employees should be given
reason for layoffs with details,. surprises should be avoided
no easy time -CORRECT ANSWER-nothing easy about force reduction, managers and HR have
easier time. feelings of anger and betrayal are normal. terminated employees face
psychological stress and economic hardship
